Attracting Applicants in the War for Talent: Differences in Work Preferences Among High Achievers

By C. Trank, S. Rynes, Robert D. Bretz. 2002

182 citations recorded by the source corpus.

Subfields: Education, Management of Technology and Innovation, Social Psychology

View Paper: https://www.semanticscholar.org/paper/09294b0fba8e05d39772ade9ae512d484d7f1278

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Education

1. J. Chew
2. R. Gottfredson
3. Herman Aguinis
4. Christopher Chan
5. B. Gerhart

In Management of Technology and Innovation

1. R. Gottfredson
2. I. Fulmer
3. Herman Aguinis
4. B. Gerhart

In Social Psychology

1. B. Gerhart
2. Herman Aguinis
3. R. Gottfredson
4. I. Fulmer

Citations in the corpus

• The importance of pay in employee motivation: Discrepancies between what people say and what they do (2004, background): “Similarly, psychologists have noted that individual differences in personality and performance also influence the attention given to pay in behaviors and decisions (e.g., Trank et al., 2002; Trevor, Gerhart, & Boudreau, 1997).”
• Human resource practices, organizational commitment and intention to stay (2008, background): “Individuals who prefer challenging assignments in their career tend to be high in cognitive abilities ( Trank et al. , 2002”
• Using performance management to win the talent war (2012, background): “Top performers prefer challenging and interesting work; both are strong drivers of commitment and minimize turnover intentions (Trank et al., 2002; Walsh & Taylor, 2007).”
• Organizational attractiveness is in the eye of the beholder: the interaction of demographic characteristics with foreignness (2006, unknown): “high achieving job applicants place greater importance on challenging and interesting work (Trank et al., 2002).”
• 6 Pay and Performance: Individuals, Groups, and Executives (2009, background): “Increasingly, however, scholars have recognized that PFP may change the employee population and its attributes (e.g., Cadsby et al., 2007; Trank et al., 2001).”
• The Relationship Between School Administrators’ Leadership Styles, School Culture, and Organizational Image (2020, background): “The positive opinions of the teachers can be explained by the development of the managerial adequacy in the educational institutions that cause a willingness of the teachers to work in the institutes (Borman & Dowling, 2006; Ingersoll, 2001) and a positive impression is given to the teachers by the ”
• What monetary rewards can and cannot do: How to show employees the money (2013, background): “For example, the average U.S. worker, and more so for high-performing employees, prefers pay systems that are strongly contingent on individual performance (Trank et al., 2002).”